History of Welfare in Ireland: Poor Law and Beveridge Report

History of Welfare in Ireland: Poor Law and Beveridge Report This paper will briefly outline the development of social service provision in Ireland from 1922 to the present day, highlighting several factors such as the Poor Law (1598-1948) and The Beveridge Report (1942) that have played a significant role in the shaping of this welfare approach known as ‘residual welfare’. For a variety of reasons such as economic growth, different political parties and differing welfare system options, UK’s welfare state has gained much crisis discussion. Residual welfare is not a universal welfare model; rather it is a system aimed at providing provision for those specific individuals in society that need and fit certain criteria, generally defined as ‘the poor’. Within residual welfare systems, welfare provision is considered to be a safety net, available only to those defined within the policy context as most in need, usually when the market or family has failed. According to Titmuss’ framework from 1974, Britain represents the ‘individual welfare system’ where there is a limited function of state welfare. Universal welfare is based upon the premise that welfare services are accessible to everyone, usually determined on the basis of citizenship within a nation state. The difficulty with this system is that it can be costly. Therefore, a residual system is aiming to reduce those costs by apportioning provisions to only those who need them. (Mau 2001, pp. 5-9; Titmuss, R 1974, p.20). It is helpful to acknowledge that welfare is an ambiguous term which can cause discrepancies between individuals and agencies when looking at welfare needs and services. Some individuals expect a return for any contribution they make to a social system whereas other are content with knowing the system is there for those that need it and that might not necessarily include themself. There is a strong belief that the system should be a premium-benefit one, where the current financiers will one day be the future users. It can also open the question of who it should be available to, how long, should they pay and are they deserving? Welfare is generally used in three main senses, the first referring to a person’s refers to general well-being. Of course, well-being is another term that can mean different things to different people. From a sociological framework, it generally means having access to basic needs such as shelter and food, but it does go beyond simply needs; to achieve we ll being, people must have choices, and the scope to choose personal goals and ambitions. Welfare also refers to the range of services available to look after people in a number of conditions throughout their life, for example childhood, sickness and old age. (Mau 2001, pp. 4-6). Historically, the model of welfare which has been the most dominant model in English-speaking countries is known as ‘residual welfare’ which stemmed from Poor Law (1598-1948). Poor Law was first implemented in 1598 and continued until 1948. This Elizabethan method aimed at providing three central aspects, a compulsory poor rate, the creation of overseers of relief and the provision for setting the poor on work. It provided discretionary payments to individuals assessed as being in need. It was a harsh law aimed at providing the bare minimum an individual would need to survive in the aim that people would rely upon it for existence, creating a dependence upon social security which would result in a negative image of public support. It aimed to control and discipline the poor and in some ways punch by providing support that was below the lowest wage, a principle known as ‘lowest eligibility’. This law continued to be important in the delivery of many means-tes ted benefits until the last two decades of the twentieth century. (Alcock 2003, p. 24-8; Williams 1989, pp. 150-4). Following on this movement in Britain’s welfare system, Mau (2001) stated that on some levels, a welfare state can help to repair social divisions or at least ‘to mitigate social inequalities; not only in terms of material inequalities, but also in ideological and political terms.’ Thus the Beveridge Report from 1942 proposed a system of National Insurance, based on three assumptions, family allowances, a national health service, and lastly full employment. It was written by Sir William Beveridge, a highly respected economist and expert on unemployment problems. Opinion polls reported that the majority of the British public welcomed the reports findings and wished to see them implemented as quickly as possible, seemingly relieved at the possibility of a less harsh social system than the Poor Law. The first post-war election, in June 1945, resulted in a victory for the Labour Party, devout promoters of the Beveridge Report. It quickly became the blueprint for the m odern British welfare state, even being referred to as by any measure a landmark. (Alcock 2003, p. 24-8; Williams 1989, pp. 150-4; Historic Figures. William Beveridge, 23rd February 2007). The Beveridge Report aimed to provide a expansive system of social insurance for an individuals whole life. Here we have the induction of the ‘residual model’ that still exists to a degree in Ireland. It proposed that all working people should pay a weekly contribution to the state, in other words, tax. In return, benefits would be paid to the unemployed, the sick, the retired and the widowed, those who needed it. Beveridge wanted to ensure that there was an acceptable minimum standard of living in Britain below which nobody fell, very different to the aims of Poor Law. (Alcock 2003, p. 6; Mau 2001, p. 3; Schifferes, S, 26 July 2005). Changes in the welfare system have continued to the present day, post 1948, the key elements of Irelands welfare state have remained focused upon social security, health, housing, education and children. The Welfare State was not intended to respond to poverty; that was what the Poor Law had aimed to, rather its main purpose was to encourage the provision of the social services on the same basis as the public services, including medical services, roads, libraries, local community needs. In other words, it aimed to create an institutional model of welfare. (Mau 2001, pp. 3-5; ). This paper has aimed to briefly illustrate the changes in Ireland’s welfare system highlighting several factors such as the Poor Law (1598-1948) and The Beveridge Report (1942) that have played a significant role in the shaping of this welfare approach known as ‘residual welfare’, a system, aimed to be available if and when an individual needs its services.The development and implication of welfare provision in Britain is a lengthy and complicated issue, therefore this paper aimed to provide a brief summary of some of the key events leading to its present situation known as a ‘residual welfare system’. Bibliography Alcock, P. 2003. 2nd Edition. Social Policy in Britain. Palgrave Macmillan, Hampshire. Esping-Anderson, G 1990. The Three Worlds of Welfare Capitalism. Polity Press, Oxford. Mau, S 2001. Patterns of Popular Support for the Welfare State. A Comparison of the United Kingdom and Germany. Social Research Center, Berlin. Offe, C 1987. Democracy against the Welfare State? Structural Foundations of Neoconservative Political Opportunities. In Political Theory, Vol.15, No 4, November, pp. 501-537). Page, R Silburn, R 1999. British Social Welfare in the Twentieth Century. St Martin’s Press Inc, Hampshire. Titmuss, R.M. 1974. Social Policy. Allen and Unwin, London. Williams, F 1989. Social Policy. A Critical Introduction. Polity Press, Cambridge. bbc.cok.uk, 2007, Historic Figures. William Beveridge (1879 1963), BBC Homepage 23rd February, retrieved 23rd February 2007 from: http://www.bbc.co.uk/history/historic_figures/beveridge_william.shtml. Schifferes, S 2005, Britains long road to the welfare state, BBC News 26 July, retrieved 23rd February 2007 from:http://news.bbc.co.uk/1/hi/business/4696391.stm. Investigation: Personal Technology Mediated Communication Investigation: Personal Technology Mediated Communication Table of Contents List of abbreviations List of extracts List of figures 1Introduction 2Analysis 2.1Choice of mode 2.1.1Cost 2.1.2Degree of comfort 2.1.3Medium uniqueness 2.1.4Formality 2.1.5Peer influence 2.1.6Immediacy 2.1.7Intertextuality Retrievability Navigability 2.1.8Multifunction 2.1.9Lack of desire for self-disclosure 2.2Nature of language used 2.2.1Language background 2.2.2Keyboard affordance 2.2.3Intimacy level 2.2.4Cultural value 2.3Semiotic resources 2.3.1Numbering, paragraphing, colouring textual specification 2.3.2Emoji, stickers, symbol 2.3.3Tagging function 2.3.4Telepresence indicators 2.4Interweaving of media in extended interactions 2.4.1Postponement 2.4.2Confidentiality/Secrecy 2.4.3Spatial constrain 2.4.4Clarification 2.4.5Instant feature and directive influence 3Conclusion References FtF face-to-face FB Facebook FM Facebook Messenger Extract 1 Extract 2 Extract 3 Extract 4 Extract 5 Extract 6 Extract 7 Extract 8 Extract 9 Extract 10 Extract 11 Extract 12 Figure 1 Emoji Figure 2 Sticker MimYam Figure 4 Green dot Figure 5 Group conversation Figure 6 Message seen Communication in todays world is profoundly affected by technological features and users perceived of their usage. Multimodal technological resources facilitate interaction beyond temporal and spatial distance with various participation modes (Barton Lee, 2013, p. 29), also correlate with users medium choice, behaviour and psychology. In technology-mediated communication, choice of mode is decided by the setting, selecting strategy and evaluating outcome of the communication (Joinson, 2003, p. 125), or by participants perceived affordances of the media (Herring Demarest, 2011, pp. 19-21). For instance, text can be preferred over more novel medium like audio or video thanks to its richer communication markers, asynchronicity and low level of self-consciousness. In a paper by Laursen (2012, pp. 87-97), the shift from text message to call is attributed to synchronicity, immediacy, complex information processing, and chance for negotiation. Call also denotes some degree of intimacy involving simultaneous checking of relationship status through breath, pitch or pauses in oral exchange. Innovation in communication technology also entails more types of semiosis for interaction. Hutchby (2001, p. 96) points out telephone conversation has a distinct means of summon not by human oral production but by the sound of the ring which signals an upcoming call that the other end of the line will pick up and respond. Later when Internet appears, it enables greater access to information thanks to intertextual hyperlinks or expression of emotions via emoticons (Barton Lee, 2013, p. 29). Added to this, (Lamy, 2006, p. 388) lists clicking a button to denote conversation ended, retaining of message after the interactants have left the chat platform, also the help of telepresence indicators like the faded name or photo. Vandergriff (2013, pp. 8-10) focuses on the use of CMC cues in which the use of multiple exclamation mark could express assertiveness or intensified disagreement, smiley icons indicate a dispreference of an action, or turn ellipsis is understood as mitigated disappro val or openness for conversation expansion. Additionally, technology also influences our language and our self-expression. Hutchby (2001, p. 86) concerns the lack of physical context cue that makes telephone conversations normally involve identification process at the beginning of the conversation. In online language analysis, Barton and Lee (2013, p. 69) and Herring and Demarest (2011, p. 4) mention gender in which male users tend use more impersonal expression and longer messages whereas female prefer to use the first person and express more feelings. Moreover, Barton and Lee (2013: 68-69) claim that the dynamics and control over our online self-disclosure involve choosing which part of and how our identities to be revealed and accordingly present a less or more associative image in comparison to our offline identities. This regulates our online writing language and entails adjustment of language to whom we could expected or imagined. Regarding behaviour and psychology, Joinson (2003) proposes five key dimensions of tool-behaviour relationship involves synchronicity, the cues transmitted, bandwidth and cost constraints, level of anonymity, and sender-recipient exclusivity. In CMC, people may also tend to follow the hyperpersonal model (Walther et al., 2015, pp. 13-14) whereby they exaggerate perceived reality about the other interactants and use it to inform their future actions. Devices affordances may cause users to be under pressure to be constantly available for being contacted (Cumiskey Ling, 2015, p. 231). Also, online psychology and behaviour involves individual self-disclosure where people desire to express themselves (Walther et al., 2015) and act as the source of information (Sundair et al., 2015), whereas includes deindividuation in which individual identity is partially or fully hidden (Walther et al., 2015, p.11) or self-awareness is reduced to merge in online social norms (Spears Postmes, 2015, p. 25). In a nutshell, a number of aspects related to technology-mediated communication have been investigated and is being studied in response to the rapid development of technological applications and diverse users perceived affordances. The following part, hence, will dedicate to analyse my own use of technology for communication in the light of the reviewed studies, and hopefully brings out some contributive findings. Devices involved in this analysis were tablet, mobile phone and computer, and the tablet also has a SIM card reader so it can act as a mobile phone. Soft medium analysed included Google Email and online data cloud, Facebook (FB), Facebook Messenger (FM) a separate application for sending messaging or calling among FB users, and Skype another application for sending text messages and making calls. All these applications are Internet-based and free of charge. 2.1 Choice of mode 2.1.1 Cost Cost is the first-and-foremost factor that manipulates my communication mode choice. The more the medium costs, the less likely it is to be chosen. Though the SIM card enabling domestic and international calls, mobile phone was not favoured since phone service always charged money and the fee would be burgeoned for overseas interaction. Consequently, I only employed free services like email to contact professors or Skype and FB to contact relatives and friends though all of them are approachable on telephone line. I once used mobile phone to contact an overseas travel agency in the US because their line was toll-free, so I only had to pay a minimal amount of money for international dialling but I could talk on the phone as long as I want since the call fee was paid by the travel agency. 2.1.2 Degree of comfort Thanks to its light weight mobility and availability, Tablet was more preferred with higher comfort degree over computer with heavier weight and requiring more acts like starting, shutting down or plugging charger. Tablet was more mobile to carry along to all places such as desk, bed, classroom and in motion like walking on the street. The degree of comfort was also true to the choice of soft medium where none of my communication involved video sharing or video calling. This is explained by my preference for modes with low level of self-consciousness like texting or calling where I could comfortably maintain interaction without being distracted by my reflection or worrying about my appearance on the screen. 2.1.3 Medium uniqueness Choice of mode was restrained by the other entity and this made me stick to only one medium. For instance, brands or organizations websites all offer visitors to leave their emails so that new reduction/sales or upcoming events would be sent to them automatically, and the sole medium used to subscribe was email. In another case of citizen services, when I wanted to book a visa appointment via an Embassy, the office only allowed booking via mobile phone in which visitors dial the provided number to provide personal information and receive confirmed schedule by an officer. Besides, some of my addressees only provide me their email or their FB so email or FM were the sole channels to communicate with them and no other choice of medium could be employed. 2.1.4 Formality Formality of the message and the interaction itself also decides the modes of communication. For formal communication like asking for professors supervision, excusing absence in a class session or job application, email would be a better choice. The email interface itself is more neutral and professional with separate spaces for typing subjects and contents, office font sizes, bullet and numbering, etc. to present the information in a well-organized and formal format. Those functions are not provided by the instant messaging, mobile phone SMS or calling. For informal talks like gossiping about non-academic problems, email may not be as suitable as other texting or chatting applications that allow instant response. 2.1.5 Peer influence The medium I choose was also affected by the technology that the other entities use. If the addressees encounter some technical or personal problems, I accordingly opt for the medium that best works on their device and suit their condition. For example, my mothers eyes are far-sighted so its hard for her to navigate where to click to see inbox or to send text in emailing and texting. For that reason, I only used voice chatting or video calling rather than texting when communicating with her. My father, more interestingly, does not know how to use any smart devices and could only be approached by classic media like SMS or phone calling, so whenever I wanted to contact him phone-calling is my only resort. 2.1.6 Immediacy Regarding the immediacy in communication, email seems to be inferior to other applications like mobile phone, Skype or FM. Email could take long duration to receive a response and they are at risk of being filtered as spam or junk by the email account. If the recipient does not check their spam box, there is likelihood that my email never reaches them. There is also another case when sending emails to organizations/offices and my email is not instantly checked and replied until the next day because it has to queue in a line of many other enquiries sent to the offices. And of course it is very awkward and time-consuming when having an informal and close-knit chat with friends in which me and my friends keep clicking and sending emails while we can choose to text each other using FM or Skype. Therefore, in case I need an immediate response for my communication, I prefer calling via mobile phone (if the information is urgent) or Skype or texting with FM. 2.1.7 Intertextuality Retrievability Navigability Obviously, text mode normally allows better information retrieval than call mode, and this function is more enhanced in CMC where external sources of information exchanged in interaction could be accessed by all interactants and be easily navigated with one click even when the conversation has ended. For example, functions incorporated in Google email enables searching sent or received mails through typing keywords and provides capacity to upload audio, video and documents easily shared with other people who have Google account just by one click. Or in another case when I had a group chat discussing accommodation booking, we decided to type because it was easier to refer to different options by pasting the links or screen captures into the chatting box and the whole group could see exactly which hostel was being considered. Those options were retained forever in the box chat so we could retrieve them several days/months later. 2.1.8 Multifunction Sometimes the consideration of hard medium between computer or Tablet is decided by the affordances of the device itself, and it is obscure that computer is more multifunctional than the other counterpart. Computer allows multi-window operating at the same time while my Tablet does not, also many acts are easier to be done on bigger screen and keyboards rather than on touch device, e.g long text processing. Multifunctional features also applied for my choice of soft medium and this could be illustrated in the comparison between email and IM via FM or Skype. Emails affordances are superior with possibility to forward a large amount of information, to format the text in highlighted forms with colouring, large font size, or underlining, or to send emails to different recipients simultaneously without letting them know about each other (Bcc). FM or Skype undeniably has not included all those functions, they do not have a search box to type in keywords, no data cloud, no font size or bull et options, and previous messages are time-consuming to retrieve. However, their function to track whether the recipient has seen their messages made them surpass email in some cases. 2.1.9 Lack of desire for self-disclosure My choice of medium, or to be exact, the functions of medium was affected by my low desire for self-expression in which I use FB but hardly employed multimodal resources for posting, sharing, surfing, hashtag, or commenting. I have little demand for self-disclosure so I did not share the things I read, the feelings I have or the events/places I had been to on my FB page. All my interactions via FB channel were instant messaging initiated by the need to update situation of relatives and friends in my home country or exchange information about a particular problem. Even though I am a member of some FB group, I still sent private message to other members when they post a question that I can help instead of publicly typing my answer in the comment box. 2.2 Nature of language used 2.2.1 Language background The majority of my interaction with friends or relatives is translingual since we have multilingual background. Our exchange has frequent code-switching between Vietnamese and English, or in some cases three languages when I use Thai to chat with friends who know Thai. An ample evidence for this could be seen in the following extract between me and other two friends discussing about booking a room for a cruise trip (English words are highlighted in the left column): Extract 1 Anh the thoi xong chac cho ten + passport de dang ky la xong Thao in the worst case thà ¬ phà ²ng 8107 cÃ…Â ©ng Ä‘Æ °Ãƒ ¡Ã‚ »Ã‚ £c ha Anh uhh worst case cung dc re nhung tren web con nhieu lam, hon chuc phong co, ko lo Phuong Thà ¡Ã‚ ºÃ‚ ¿ là   chà ¡Ã‚ »Ã¢â‚¬Ëœt xog Ä‘Ã ºng hok Chà ¡Ã‚ »Ã¢â‚¬Ëœt là ¡Ã‚ ºÃ‚ ¡i bn ng Thao 4 ng mail sent TrÆ °a mai chÆ °a rep thà ¬ e gà ¡Ã‚ »Ã‚ i Ä‘ià ¡Ã‚ »Ã¢â‚¬ ¡n cho à ¡Ã‚ »Ã¢â‚¬ ¢ng luà ´n Anh thats all then perhaps we give (him) our names and passport to register Thao in the worst case, is room 8107 OK? Anh Yes, that worst case is OK. cheap But dont worry, the web stills show a lot of spare rooms, more than ten of them. Phuong Thats finalized right? In the end how many people? Thao 4 people mail sent If he does not rep the mail until next noon, I will call him. 2.2.2 Keyboard affordance Languages involved in my conversations are used in customized form due to keyboard. For instance, some of my Vietnamese friends did not have keyboard allowing typing tone markers or special Vietnamese characters, so their message were written in reduced Vietnamese. Though in some rare occasion did this obstruct our communication, the conversation generally went smooth because all interactants have Vietnamese as mother-tounge. Take the message from the following extract as an illustration, the friend that customized language is Anh: Extract 2 Original message Standard language Translated message Anh the thoi xong chac cho ten + passport de dang ky la xong Anh thà ¡Ã‚ ºÃ‚ ¿ thà ´i xong chà ¡Ã‚ ºÃ‚ ¯c cho tà ªn + passport Ä‘Ã ¡Ã‚ »Ã†â€™ đăng kà ½ là   xong Anh thats all then perhaps we give (him) our names and passport to register Also due to keyboards lacking special characters, some language not using Latin alphabet must be transliterated and in my case is Thai. There was Thai virtual keyboard but it took time and may impede understanding so it was not employed: Extract 3 Original message Standard language Translated message Thao Uh hihi tks quà ¢n nhà ¬u Hong May pà ªn ray krub Thao Uh hihi tks quà ¢n nhà ¬u Hong à  Ã‚ ¹Ã¢â‚¬Å¾Ãƒ  Ã‚ ¸Ã‚ ¡Ãƒ  Ã‚ ¹Ã‹â€ Ãƒ  Ã‚ ¹Ã¢â€š ¬Ãƒ  Ã‚ ¸Ã¢â‚¬ ºÃƒ  Ã‚ ¹Ã¢â‚¬ ¡Ãƒ  Ã‚ ¸Ã¢â€ž ¢Ãƒ  Ã‚ ¹Ã¢â‚¬Å¾Ãƒ  Ã‚ ¸Ã‚ £Ãƒ  Ã‚ ¸Ã¢â‚¬Å¾Ãƒ  Ã‚ ¸Ã‚ £Ãƒ  Ã‚ ¸Ã‚ ±Ãƒ  Ã‚ ¸Ã… ¡ Thao Yeah hihi thanks a lot Hong Youre welcome! 2.2.3 Intimacy level Intimacy is the key factor shaping the choice of language in all my communications, and the level of formality in language is accordingly adjusted. Informal language could be detected via the use and density of colloquial, emoji, stickers, slangs, swear words. When talking with close friends, I used these informal expressions uncontrollably or rampantly, but I was more conscious and limit the use of them when interacting with normal friends, which are exemplified in the following extracts: Extract 1: with close friends (me, Trung and Ngoc). Ngoc is talking about her disgust when coming across her ex-boyfriends photos on Facebook. The language is flooded with swear word, exclamation, emoji, emphatic form like capitalisation and repetition of letters: Extract 4 Thao mà  y cà ³ cà ¢u thà ¡Ã‚ ºÃ‚ §n chà º gà ¬ k mà ¡Ã‚ »-i là ¡Ã‚ ºÃ‚ §n là ¡Ã‚ ºÃ‚ ¡nh gà ¡y thà ¬ là ¡Ã‚ ºÃ‚ ©m nhà ¡Ã‚ ºÃ‚ ©m Ngoc Ä‘Ã ¡Ã‚ »Ã‚ £t trc Ä‘Ã £ block hà ¡Ã‚ ºÃ‚ ¿t tà ¡Ã‚ ºÃ‚ ¥t cà ¡Ã‚ ºÃ‚ £ mà ¡Ã‚ »Ã‚ i thà ¡Ã‚ »Ã‚ © mà ¡Ã‚ »Ã‚ i ngÆ °Ãƒ ¡Ã‚ »Ã‚ i thà ¡Ã‚ »Ã¢â‚¬Å"i thà ¡Ã‚ ºÃ‚ ¿ Ä‘ nà  o và ¡Ã‚ ºÃ‚ «n sà ³t à ¡Ã‚ »Ã¢â‚¬Ëœi già ¡Ã‚ »Ã‚ £i Æ ¡i cà ³ hà ´m thà ¡Ã‚ ºÃ‚ ¿ nà  o xem Ä‘c dm cà ¡Ã‚ ºÃ‚ £ nà ³ cà ¡Ã‚ ºÃ‚ £ ny mà ¡Ã‚ »Ã¢â‚¬ ºi dm Ä‘i phÆ °Ãƒ ¡Ã‚ »Ã‚ £t à ´i Quoc Ngoc m phà ¡Ã‚ ºÃ‚ £i hià ¡Ã‚ »Ã†â€™u là   cà ¡i nhà ³m bà ¡Ã‚ ºÃ‚ ¡n là ¬n cà ¡Ã‚ »Ã‚ §a nà ³ chuyà ªn Ä‘i phÆ °Ãƒ ¡Ã‚ »Ã‚ £t và   chà ¡Ã‚ »Ã‚ ¥p à ¡Ã‚ ºÃ‚ £nh và   ăn là ¡Ã‚ ºÃ‚ ©u và   chà ¡Ã‚ »Ã‚ ¥p à ¡Ã‚ ºÃ‚ £nh (net uà ¡Ã‚ »Ã¢â‚¬Ëœc king) nà ªn dm nhià ¡Ã‚ »Ã‚ u à ¡Ã‚ ºÃ‚ £nh vc ra Cà ¡Ã‚ »Ã‚ ¨U TÔI Và ¡Ã‚ »Ã… ¡I :((((((((((((((((((((((((((((((((( Thao Do you have any incantation whenever feeling disgusted? Ngoc I blocked all things and all people related to him but I still missed out some photos Oh my god Fuck it the other day I saw he and his new girlfriend fucking went trekking. oh Quoc Ngoc U have to understand that his fucking group of friends frequently go trekking and take photos and eat hotpot and take photos (networking) So theres a fucking bunch of photos HELP ME :((((((((((((((((((((((((((((((((( With a normal friend. This is Doan one friend I have acquainted for about 3 months, she is talking about her travel plan for Christmas. The relationship is not too close-knit hence the language is informal enough with the use of emoji but no swear words or emphatic forms: Extract 5 Doan tà ¡Ã‚ »Ã‚ ¥i tà ¡Ã‚ »Ã¢â‚¬ º xmas nà  y Ä‘c nghà ¡Ã‚ »Ã¢â‚¬ ° dà  i Ä‘i 1 phà ¡t luà ´n Thao uh bà ¡Ã‚ »Ã‚ n tà ¡Ã‚ »Ã¢â‚¬ º cÃ…Â ©ng nghà ¡Ã‚ »Ã¢â‚¬ ° dà  i nhÆ °ng tà ¡Ã‚ »Ã¢â‚¬ º cÃ…Â ©ng khà ´ng ham Ä‘i là ¡Ã‚ ºÃ‚ ¯m Doan ^^ uh Thao cà ¡c bà ¡Ã‚ ºÃ‚ ¡n Ä‘i khu nà  o tà ¢y à ¢u hay Ä‘Ã ´ng à ¢u Doan tà ¡Ã‚ »Ã¢â‚¬ º Ä‘i Ä‘Ã ´ng à ¢u, tà ¢y à ¢u và   nam à ¢u 5 nÆ °Ãƒ ¡Ã‚ »Ã¢â‚¬ ºc 1 thà ¡ng luà ´n Thao mà ¡Ã‚ »-i nÆ °Ãƒ ¡Ã‚ »Ã¢â‚¬ ºc à ¡Ã‚ »Ã… ¸ 6 ngà  y? Doan uh Thao thà ¡Ã‚ ºÃ‚ ¥y anh vià ¡Ã‚ »Ã¢â‚¬ ¡t đăng xin Ä‘Æ °Ãƒ ¡Ã‚ »Ã‚ £c visa phà ¡Ã‚ ºÃ‚ §n lan thà ¡Ã‚ ºÃ‚ ¿ là   Ä‘i phà ¡Ã‚ ºÃ‚ §n lan trÆ °Ãƒ ¡Ã‚ »Ã¢â‚¬ ºc à   Doan anh vià ¡Ã‚ »Ã¢â‚¬ ¡t Ä‘i finland 1 mà ¬nh mà   =)) Doan This Xmas we have a long holiday. We travel the whole holiday. Thao Yeah we also have long Christmas holiday But Im not really interested in travel Doan ^^ yeah Thao Where are you going to travel to? Western or Eastern Europe? Doan Eastern, Western and Southern Europe 5 countries 1 month Thao 6 days per country? Doan yeah Thao I heard Mr. Viet said he had got his visa for Finland so you start your trip in Finland? Doan No, Mr. Viet travels to Finland by himself.

The Return: Midnight Chapter 32

â€Å"Damon doesn't mean to be such a – a bastard,†Bonnie said explosively. â€Å"He's just – so often he feels like it's the three of us against him – and – and – â€Å" â€Å"Well, who started that? Even back riding the thurgs,†Stefan said. â€Å"I know, but there's something else,†Bonnie said humbly. â€Å"Since it's only snow and rock and ice – he's – I don't know. He's al tight. Something's wrong.† â€Å"He's hungry,†Elena said, stricken by a sudden realization. Since the thurgs there had been nothing for the two vampires to hunt. They couldn't exist, like foxes, on insects and mice. Of course Lady Ulma had provided plenty of Black Magic for them, the only thing that even resembled a substitute for blood. But their supply was dwindling, and of course, they had to think of the trip back, as well . Suddenly Elena knew what would do her good. â€Å"Stefan,†she murmured, pul ing him into a nook in the craggy stone of the cave entrance. She pushed off her hood and unrol ed her scarf enough to expose one side of her neck. â€Å"Don't make me say ‘please'too many times,†she whispered to him. â€Å"I can't wait that long.† Stefan looked into her eyes, saw that she was serious – and determined – and kissed one of her mittened hands. â€Å"It's been long enough now, I think – no, I'm sure, or I would never even attempt this,†he whispered. Elena tipped her head back. Stefan stood between her and the wind and she was almost warm. She felt the little initial pain and then Stefan was drinking and their minds slid together like two raindrops on a glass window. He took very little blood. Just enough to make the difference in his eyes between Stillgreen pools and sparkling, effervescent streams. But then his gaze went Stillagain. â€Å"Damon†¦Ã¢â‚¬ he said, and paused awkwardly. What could Elena say? I just severed al ties with him? They were supposed to help one another along these trials; to show their wit and courage. If she refused, would she fail again? â€Å"Send him quick then,†she said. â€Å"Before I change my mind.† Five minutes later Elena was again tucked into the little nook, while Damon turned her head back and forth with dispassionate precision, then suddenly darted forward and sank his fangs into a prominent vein. Elena felt her eyes go wide. A bite that hurt this much – Well, she hadn't experienced it since the days when she had been stupid and unprepared and had fought with al her strength to get free. As for Damon's mind – there was a steel wal . Since she had to do this, she had been hoping to see the little boy who lived in Damon's inmost soul, the one who was the unwil ing Watch-Keeper over al of his secrets, but she couldn't even thaw the steel a little. After a minute or two, Stefan pul ed Damon off of her – not gently. Damon came away sul enly, wiping his mouth. â€Å"Are you okay?†Bonnie asked in a worried whisper, as Elena rummaged through Lady Ulma's medicine box for a piece of gauze to staunch the unhealed wounds in her neck. â€Å"I've been better,†Elena said briefly, as she wrapped up her scarf again. Bonnie sighed. â€Å"Meredith is the one who real y belongs here,†she said. â€Å"Yes, but Meredith real y belongs in Fel ‘s Church, too. I only hope they can hold on long enough for us to come back.† â€Å"I only hope that we can come back with something that wil help them,†Bonnie whispered. Meredith and Matt spent the time from 2:00 A.M. to dawn pouring infinitesimal drops from Misao's star bal onto the streets of the town, and asking the Power to – somehow – help them in the fight against Shinichi. This brisk movement from place to place had also netted a surprising bonus: kids. Not crazy kids. Normal ones, terrified of their brothers and sisters or of their parents, not daring to go home because of the awful things they had seen there. Meredith and Matt had crammed them into Matt's mother's second-hand SUV and brought them to Matt's house. In the end, they had more than thirty kids, from ages five to sixteen, al too frightened to play, or talk, or even to ask for anything. But they'd eaten everything Mrs. Flowers could find that wasn't spoiled in Matt's refrigerator and pantry, and from the pantries of the deserted houses on either side of the Honeycutts'. Matt, watching a ten-year-old girl cramming plain white bread into her mouth with wolfish hunger, tears running down her grimy face as she chewed and swal owed, said quietly to Meredith, â€Å"Think we've got any ringers in here?† â€Å"I'd bet my life on it,†she replied just as quietly. â€Å"But what are we going to do? Cole doesn't know anything helpful. We'l just have to pray that the un-possessed kids wil be able to help us when Shinichi's ringers attack.† â€Å"I think the best option when confronted by possessed kids who may have weapons is to run.† Meredith nodded absently, but Matt noticed she took the stave everywhere with her now. â€Å"I've devised a little test for them. I'm going to smack every one with a Post-It, and see what happens. Kids who've done things they regret may get hysterical, kids who're already just terrified may get some comfort, and the ringers wil either attack or run.† â€Å"This I have to see.† Meredith's test lured out only two ringers in the whole mob, a thirteen-year-old boy and a fifteen-year-old girl. Each of them screamed and darted through the house, shrieking wildly. Matt couldn't stop them. When it was al over and the older kids were comforting the younger ones, Matt and Meredith finished boarding up the windows and pasting amulets between the boards. They spent the evening scouting for food, questioning the kids about Shinichi and the Last Midnight, and helping Mrs. Flowers treat injuries. They tried to keep one person on guard at alltimes, but since they had been up and moving since 1:30 A.M., they were al very tired. At a quarter to eleven Meredith came to Matt, who was cleaning the scratches of a yel ow-haired eight-year-old. â€Å"Okay,†she said quietly, â€Å"I'm going to take my car and get the new amulets Mrs. Saitou said she'd have done by now. Do you mind if I take Saber?† Matt shook his head. â€Å"No, I'l do it. I know the Saitous better, anyway.† Meredith gave what, in a less refined person, might have been cal ed a snort. â€Å"I know them well enough to say, excuse me, Inari-Obaasan; excuse me, Orime-san; we're the troublemakers who keep asking for huge amounts of anti-evil amulets, but you don't mind that, do you?† Matt smiled faintly, let the eight-year-old go, and said, â€Å"Well, they might mind it less if you got their names straight. ‘Obaasan'means ‘grandma,'right?† â€Å"Yes, of course.† â€Å"And ‘san'is just a thingy you put at the end of a name to be polite.† Meredith nodded, adding, â€Å"And ‘a thingy at the end'is cal ed an ‘honorific suffix.'† â€Å"Yeah, yeah, but for al your big words you've got their names wrong. It's Orime-grandma and Orime-Isobel's-mother. So Orime-Obaasan and Orime-san, too.† Meredith sighed. â€Å"Look, Matt, Bonnie and I met them first. Grandma introduced herself as Inari. Now I know she's a little wacky, but she would certainly know her own name, right?† â€Å"And she introduced herself to me and said not just that she was named Orime, but that her daughter was named after her. Talk your way out of that one.† â€Å"Matt, shal I get my notebook? It's in the boardinghouse den – â€Å" Matt gave a short sharp laugh – almost a sob. He looked to make sure Mrs. Flowers wasn't around and then hissed, â€Å"It's somewhere down at the center of the earth, maybe. There is no den anymore.† For a moment Meredith looked simply shocked, but then she frowned. Matt glared darkly. It didn't help to think that they were the two most unlikely of their group to quarrel. Here they were, and Matt could practical y see the sparks flying. â€Å"All right,†Meredith said final y, â€Å"I'l just go over there and ask for Orime-Obaasan, and then tel them it was al your fault when they laugh.† Matt shook his head. â€Å"Nobody's going to laugh, because you're going to get it right that way.† â€Å"Look, Matt,†Meredith said, â€Å"I've been reading so much on the Internet that I even know the name Inari. I've come across it somewhere. And I'm sure I would have made†¦made the connection†¦Ã¢â‚¬ Her voice trailed off. When Matt turned his eyes down from the ceiling, he started. Meredith's face was white and she was breathing quickly. â€Å"Inari†¦Ã¢â‚¬ she whispered. â€Å"I do know that name, but†¦Ã¢â‚¬ Suddenly she grabbed Matt's wrist so hard that it hurt. â€Å"Matt, is your computer absolutely dead?† â€Å"It went when the electricity went. By now even the generator is gone.† â€Å"But you have a mobile that connects to the Internet, right?† The urgency in her voice made Matt, in turn, take her seriously. â€Å"Sure,†he said. â€Å"But the battery's been kaput for at least a day. Without electricity I can't recharge it. And my mom took hers. She can't live without it. Stefan and Elena must've left their stuff at the boardinghouse – â€Å"He shook his head at Meredith's hopeful expression and whispered, â€Å"Or, should I say, where the boardinghouse used to be.† â€Å"But we have to find a mobile or computer that works! We have to! I need it to work for just a minute!†Meredith said frantical y, breaking away from him and beginning to pace as if trying to beat some world record. Matt was staring at her in bewilderment. â€Å"But why?† â€Å"Because we have to. I need it, even just for a minute!† Matt could only gaze at her, perplexed. Final y he said, â€Å"I guess we can ask the kids.† â€Å"The kids! One of them has got to have a live mobile! Come on, Matt, we have to talk to them right now.†She stopped and said, rather huskily, â€Å"I pray that you're right and I'm wrong.† â€Å"Huh?†Matt had no idea what was going on. â€Å"I said I pray that I'm wrong! You pray, too, Matt – please!†

Designing A Research Design For Public Administration...

In this response, first, I am going to define conceptualization and operationalization concepts. Second, I will list out different strategies and methods that could be used to carry out a research design in public administration research and briefly identify them. Third, I will explain the essential differences between the way one conceptualizes and operationalizes a hypothesis or research question in terms of which research strategy and methodology one uses to carry out the research. In public administration research, conceptualization is the method of development and interpretation of concepts, which is â€Å"choosing and formulating† of a research problem (pg. number?). Operationalization is a process of defining the dimension of a sensation that is not directly determinate, though its presence is specified by other phenomena, this lies the path for an empirical mode of research. By using conceptualization research method, problems are always chosen on the basis of several fundamentals. First, problems can base on researchers’ interests and preceding information based on knowledge and favorites. Second, documented scientific knowledge. The way to research the knowledge that has previously been conducted is to apply the empirical cycle induction, make connections, test and relate the theoretical framework in place, exam a theory of curiosity, use deductive research modes, and experiment the validity of the hypothesis that is previously given. Third,Show MoreRelatedTarget Brand And Position Target Corporation827 Words   |  4 Pagesand implement a comprehensive public relations plan and timeline that fits the budget, targets the desired markets and promotes the company. The objectives of our promotional efforts will be to increase awareness of the Target brand and position Target Corporation as a positive, vital force in the community. 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Management behavior in the Car Industry - Free Essay Example

Sample details Pages: 12 Words: 3625 Downloads: 10 Date added: 2017/06/26 Category Management Essay Type Research paper Did you like this example? In todays competitive market managers have to perform various roles in the organization. Their handling of different situation depends on their management styles. In the motivational theory the top leadership and the executive management understands the active needs active for employees motivation and give the purpose for being motivated. Organizational theory, for a successful organization, focus on the establishment of coordination that how management and employees by strengthening themselves can achieve the common organizational goals PURPOSE OF ASSIGNMENT Everything is done for some definite motive; here we are making our assignment for a definite purpose. The completion and submission of this assignment is an integral part of Advance Diploma in Business Management from London Essex College. Through assignment students will familiarize with management practices and behavior role that they have to play during their professional careers The students not only acclimatize themselves to the corporate environment but also learn to assume responsibility, co-operation and teamwork the hallmarks of modern management and the most important we have to pass our module as well. Don’t waste time! Our writers will create an original "Management behavior in the Car Industry" essay for you Create order APPROACH As for as approach is concerned here we applied the management thoughts and theories of our respective companies. We applied different academic models, academic research, class room notes, our personal experience, industry publication, means both primary and secondary research on automobile industry as s well as review and analysis of it. INTRODUCTION OF FORD AND NISSAN MOTORS FORD MOTOR The Ford Motor Company is an American multinational corporation based in Dearborn, Michigan, a suburb of Detroit. It is the third largest automaker based on worldwide vehicle sale in US after General Motors and Toyota. The automaker was founded by Henry Ford and incorporated on June 16, 1903. In addition to the Ford, Lincoln, and Mercury brands, Ford also owns a small stake in Mazda in Japan and Aston Martin in the UK. Fords former UK subsidiaries Jaguar and Land Rover were sold to Tata Motors of India in March 2008. In 2010 Ford sold Volvo to Geely Automobile. Ford will discontinue the Mercury brand at the end of 2010. Ford introduced methods for large-scale manufacturing of cars and large-scale management of an industrial workforce using elaborately engineered manufacturing sequences typified by moving assembly lines. Henry Fords methods came to be known around the world as Fordism by 1914, he is also father of modern assembly line used in mass production NISSAN Nissan is Japanese Car Company and uses the trade mark Datsun. The head offices are in the Ginza area of chuoku, Tokyo, Japan. Nissan used to be Japans second-Largest car company. It is automotive, financial services and engineering industry. It produced automobile, out board motors and forklift trucks.175, 766 employees are working at Nissan. In July 1986, Nissan become the first japanaese automobile company which set the production plant in Europe at Sunderland. We want to know the companys best on management philosophy, values, vision, goals, and social environment. The culture determines the type of leadership .communication and groups dynamics within the company. Impact of Management Behavior and Organizational Culture of Ford Ford Motor Company CEO Alan Mulally turned around the company since he joined Ford Motor Company from Boeing. His management can be summed up in these points: Learn whats going on and how things work. Set goals based on good information. Communicate these goals to everyone involved. Create a process for communicating progress and results. Successful leadership hinges on such crucial skills as communication, collaboration and judgment. Alan Mulally embodied these skills in an extraordinarily high-pressure environment. He transformed Fords culture since arriving at the firm and has fostered cooperation among divisions and regions that used to compete with each other for resources. Hes also modeled transparency, meeting regularly with employees and instituting a dashboard system that makes key metrics about sales and market share more visible to the organization. Allan Mullally recognizes that his own energy is transmittable and that positive energy is a high octane fuel. He exudes a kind of optimism that is both inspiring and credible a blend of his missionary belief in the plan his team has developed together, balanced by relentless realism about current market conditions, and a willingness to make adjustments along the way. Finally, Mulally has created a culture in which telling the truth, however painful it may be, gets rewarded. Every Thursday morning, he presides over what he calls a Business Plan Review. The heads of Fords four profit centres around the world and its 12 functional heads gather to report on how well theyre meeting their targets and on any problems theyre having. Theyre all in it together. Impact on Business On January 28, 2010, Ford forecast a 2010 pretax operating profit and posted $2.7 billion in net income for last year as its CEO Alan Mulally, 64, reaped the benefits of his recovery plan after three annual losses the full-year profit was his first since coming from Boeing in 2006. Perhaps more importantly, Ford gained U.S. market share for the first year since 1995, with new models such as the revamped Taurus. The likes of GM and Chrysler, meanwhile, reorganized with federal aid. Fords profit and cash from operations have been improving thanks to market share gains, better pricing and cost savings. 6- MANAGEMENT APPROACH OF FORD MOTOR COMPANY Ford Motor Company requires all its employees to be an expert in what they do, which encourages specialization. Thus, Ford is a functional organization. Each employee reports to a functional manager. At the same time, they understand the importance of a focus on the final product. As a result, a matrix organization is created where each employee also reports to a chief engineer who represents the interests of the customer. Meetings are conducted every two days to coordinate the relations between chief engineers and functional managers. Fords structure also has other formal mechanisms facilitating communication among functions, such as module development teams, which are cross-functional teams that bring together product and production engineers. Through this structure, Ford strikes a balance between being highly traditional and bureaucratic while at the same time agile and innovative. Ford culture and structure constantly emphasis on learning and continuous improvement .All empl oyees from different levels are expected to analyse the actual and standard performance and if there is any problem there, than understand the cause of all problems. A theoretical framework is made in respect with cause and effect relationship, means what factors causes that problems, how this problem can be solved, when this problem will solved and how long it take to solve that problem. Without such understanding, they believe, improvements are not likely. Their culture emphasizes rethinking of how things are done, and sayings such as never be satisfied and theres gotta be a better way are part of their daily life. For example, if a car comes down the assembly line with a defect, fixing the defect is not the priority. Instead, the emphasis is on understanding the cause of the defect so it is not repeated. In addition to facilitating learning at the individual and team levels, they take steps to make sure that what is learned is shared with the rest of the organization. This is achieved by putting implied knowledge into writing. Traditionally management structure was vertical where chain of command and ultimate decisions made by top management. Ford Company started the mass production with automotive tools in late1920 with standard products, special purpose machine, and standards task and efficient division of labour. The moving assembly line is the symbol of Fordism at Ford Company. Motivation techniques at Ford Motor Company Mulally, a tough manager masked by a boyish face and gee-whiz demeanor, joined Ford in October 2006, a year into a turnaround plan that called for closing plants, cutting jobs and dropping some of its models. He removed obstacles, put new managers in place and forced feuding parts of the company to work together. He had cards printed out for every employee exhorting people to work together and accelerate development of new products and carries one in his own pocket. In weekly management meetings, he holds people accountable but also greets success with applause. CEO Ford Motor Company uses a Positive Reinforcement Technique i.e. the ford employees are rewarded for the favorable behavior they perform according to the wishes of their manager. Impact of Management Behavior and Organizational Culture of NISSAN Nissan Company is very clear about its goals and objectives. The management of company does not believe on traditional but have their own knowledge and expertise and powerful flow of information that runs through divisions of business areas. Their strategy is simple, inspire effective performance and create value for the customers. The management convey individual vision, employee performance, commit action plans and same management practices are entrenched at every level of company. Workforce diversity is also important element, when people from different regions, cultures worked together definitely they share different thoughts but on the other way often healthy conflicts also aroused but the efficient management practice resolved that conflicts, results in operation within Nissan making the process active and direct so diverse workforce brings solutions and leads company towards new direction. There is also two way flow of communication; employees can easily share their th oughts and relationship with the employees based on mutual respect and trust. A new communication channel helps the employees to express the ideas in more effective manner. This is to somewhat the true culture of any progress company. Management Approach of Nissan Management approach of company is very good, employees are treated like the assets of the company, good friendly environment, and worker participation in decision making is the proof of that company is also practicing the impact of different management theories like Hawthorne studies where workers productivity tends upon human behavior. There is equal employment opportunity, workforce diversity, Global code of conduct within the organization, ANALYSIS OF FORD NISSAN STRUCTURE Companys Structure Company structure arrange people and job so that work can be performed for the success of any company as many writers pointed about the importance of organization structure and its relationship with company strategy, technology, environment and culture. Burns and Stalker (1961) concluded that if an organization is to achieve maximum performance than its structure must fit with or match the rate of change in its environments. Handy (1990-1993) has discussed the importance of culture in relation to organization design and structure. Organizations structure of Nissan Nissan Company has announced to introduce new organizational structure to guide Nissan. Nissan has changes to its top management and changes are taking place very soon. Toshiyuki Shiga-Chef Operating officer and continues to report president and CEO. Colin Dodge- Chief recovery officer Hiroto Saikawa- Executive vice president Carols Tavaras -Executive vice president Andrew Palmer Senior vice president Employees understand the company structure and express their opinions easily. Traditional car company (FORD) has traditional hierarchical organizational structure that means each employees role within the organization and relationship of employees. Traditional company has narrow spans of control most important decision will be made by senior management. In the 20th century, company grows bigger and they have command and control of the organization due to the globalization and technology. Advantages of hierarchical structures All employees authority and responsibility will be defined. Specific managers and hierarchical environment motivate effectively. Employees will be loyal. Disadvantages of Hierarchical structures Company will be bureaucratic and respond slowly to changing customer needs. Horizontal communication will be poor. Usually departments make decisions so business decision will be slowly implemented. Companys culture of both organizations Culture is the sum of the beliefs and values that shape norms of behaviour and dictate the ways things get done. There are several continuums that help define an organizations culture. Is the organization driven by results and achievement, or relationships and people? Does the organization have an internal focus, or an external focus? Is the organization adaptive and flexible, or is it structured and stable? Role of organizational culture plays in safety issues. It leads to innovation and strategic thinking. Leadership is also important cultures that every company can know that leadership affect culture. Leaders change or create culture. Cultural leadership apparently has some features in the car production companies where cultural leaders have multiple cultural leaders of the same time. All companies performance shows acceptable trade. These are traditional companies but they are growing business in the world. Organisational theories in management behaviour System theory I have chosen system theory to explain two of these companies. It was developed in 1950s and it was a biological system such as human being. It is most simple level and takes inputs. Basic Elements of a System Inputs Organization or Outputs Transformation system Feedback Boundaries and environment Objectivities and goals Organization as a system Systems theory views an organization as a complex set of dynamically intertwined and interconnected elements, including inputs, processes, outputs, feedback loops, and the environment. Any change in one element causes changes in other elements. System theory helps to learn the company. Such as Maslows hierarchy needs. Creating doctrines of participation. Modern including of technology. Personal mastery. Mental models. Building shared vision. Team learning. Systems thinking A modern company as like Nissan should have followings characteristics. System view point Dynamic process Multi-motivated Multi-disciplinary Adaptive Probabilistic Descriptive The systems approach views organization as a system composed of interconnected and thus mutually dependent sub-systems. These sub-systems can have their own sub-sub-systems. A system can be perceived as composed of some components, functions and processes (Albrecht, 1983). Thus, the organization consists of the following three basic elements (Bakke, 1959 ): Motivation in practice at two car companies Motivation is the most important factor which increases the performance and productivity of a company. Company implements many motivational activities such as rewards (salary, commission, and bonuses), treating the employees very well, taking an interest in the employees personal life, giving a chance to everyone at the company, building and teaching new skills and making the work interesting. Motivated workforce in Nissan is the greatest asset of the company; actually the performance of company reflects the attitudes, beliefs and passion of employees toward work. Company is motivating the employees but different ways both intrinsically and extrinsically. Promotion and empowerment are few examples, when people are empowered, their belongingness with company increased, result in increased in the productivity. Promotion is based on performance based not on seniority based system but in fact on performance based as well as there is compensation system for excellent performance o f employees, this is good practice of corporate gurus of company MOTIVATIONAL THEORIES Research shows how we can motivate employees in a company. Many motivational theories and models could be employed to help to motivate the staff at any companies. Highly motivated people will give good results will in turn help to achieve the organizations goals. Motivating staff in the car manufacturing industry is most important part of running a business. Abraham Maslow developed a motivation theory of human needs in 1954. He mentioned that humans have a different variety of needs. Firstly, humans satisfy their basic needs then try to satisfy their other needs. A company should consider the needs of all its employees. Maslow noted five basic needs and ordered them in a hierarchy from higher to lower. Self Actualization Needs Esteem Needs Achievement Challenging Job Belongingness Needs Status Job Title Security Needs Friendship Friends in Group Physiological Needs Stability Pension Plan Sustenance Basic Salary Maslow Need Hierarchy One research study by James R. Lindner at Ohio University shows that factors which influence the motivation of employees at a company. These findings are interesting; work and good pay are influencing factors on employees at work. Further influential reward systems include job enlargement, job enrichment, promotions, internal and external stipends, monetary and non monetary compensation. These should all be considered as they have been shown to motivate employees at work.It means that an employees behavior will change as their needs are satisfied. According to the Maslow theory, an organization should design their system to motivate its people; pay will help to satisfy the basic need. By applying the Taylor approach of scientific management we can apply the abovementioned theory, effective hiring, training, and compensation incentives, work achievements fulfilled the needs of workers. American Ford company used this technique in assembly line of production for more production an d efficient utilization of resources. When worker are provided good working conditions, fresh air, than their basic need is fulfilled, but they cant be motivated until provided by security need and later on when their primary needs are fulfilled than they shift to other needs. In contrast with company .i.e. is also fulfilling the aforesaid theory as for as concern of employees. it is fulfilling their basic need by offering handsome salary packages, based on performance when appraisal is made employee moves to next stage. The X and Y theory was developed by Douglas McGregor in 1960. Theory X suggests that managers want to direct and control their employees. It argues that employees dont like work, so managers or supervisors should punish them for this. On the other hand, according to theory Y, employees are self motivated, like to do their work and wish to achieve the organizations goals. These are some ideas to motivate people at two companies. (Nissan and Ford) Motivati ng through work design Motivating through participation Motivating through targets If these two companies do not motivate its employees, commonly, some problems will occur. Absenteeism Wasting time Gossip Bucking of the system Challenging of policy Bureaucracy. Recruitment and selection report of company is analyzed that how can it maintain and carried out the staff. Some factors are including recruiting the followings factors; The business growth Filling the vacancies by resignation or termination and retirement. Internal promotion Analysis of Social Factors As for as corporate social responsibilities both companies playing an important role in the society of UK. Nissan and Ford will invest  £2 billion of worth investment in production and R D of low carbon and electric car across the England and Wales. The motive of Nissan is environmental friendly and enriching people life. When the company analyses the social factors, we should consider the followings factors. In management behavior, Social factors also influence such as the groups to which the team be longs and social status. In a group or team, several persons interact to influence the decisions. Ford and Nissan companies should consider the social factors. PESTEL analysis will explain the social factors to make the decisions. They are: Sales are relationship driven Customer expectations Relationship management is industry demand. Life time customers Customers want solution to the problems. Global /multinational company. Cultural mind set Develop ing countries are different levels. Different levels of service. If Ford and Nissan implement the socialization (Group and team) very well, they will get following possible outcomes, such as Job satisfaction Role clarity High work motivation Understanding of culture and perceived control High job involvement Committed to organization Tenure High performance Internationalized values. Actions will be made to encourage ethical and social behavior. Be realistic in setting values and goals regarding employee relationships Encourage input from organization members regarding appropriate values and practices for implementing the culture Opt for a strong culture that encourages and rewards diversity and principled dissent Provide training on adopting and implementing the organizations values Impact of Technology on management behavior and work force Many of the impacts of Information Technology are straightforward. But they are not necessarily obvious, nor are they trivial (Jack Nilles, Centre for Future Research) IT impacts on Ford and Nissan companies performance and productivity. IT provides organizational and financial benefits for companies. It is changing to business landscape. All companies cultures and business strategies use IT. Business strategy collapsing time and distance, enabling electronic commerce. Organization Culture encouraging the free flow of information. Organization Structures making networking and virtual corporations a reality Management Processes providing support for complex decision making processes. Work dramatically changing the nature of professional and now managerial work. The workplace allowing work from home and on the move, as in telework . With the technological development UK car industry is one the leading car industry as Ford, producing a third of its global engine requirement at two UK locations and Nissans Sunderland plant, which is set to be a European hub for battery and electric vehicle production. The combination of investment in British brands and investment in the countrys personnel and plants by foreign companies also brings significant benefits to the full breadth of the UK automotive industry KEY ISSUES The key issue of Nissan is to build the corporate image and foundation in highly competitive environment and is assuming earthquake (EQ) as the most critical catastrophe. While continuous innovation, customers expectations, changing mix, management of diverse workforce are key issues of Ford Company Some of the key issues are as follows. Global production and competition. Consumers spending patterns Emerging Markets Health Care and environmental issues. Foreign Exchange rates Conclusion The management styles can be different in different organization but these management styles should bring great achievement of the organizational goals. By adapting right style of management and leadership in an organization the facilitation of working leadership between various entities of the organization is possible. Thus by comparing the overall management behavior and the structure of the organization for both Ford and Nissan I totally agree that Ford is better than Nissan in all ways. As for as UK car industry is concerned, it is very different as it perceived in 1970`s because majority of British brands are now owned by non British motors group of foreign investors, on the other hand, Aston Martin, more recently owned by Ford. Governmental policies are one the reason of decline in the decline of automobile industry in UK, so government should encourage domestic production and reduce the tariff and taxes.